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West Ealing Hub Feasibility Study Report
September 2013, West Ealing Hub Working Group

Contents
Executive Summary ............................................................................................................... 4

Introduction............................................................................................................................................... 4
Findings ..................................................................................................................................................... 4
Recommendations .................................................................................................................................... 6
West Ealing Hub Feasibility Study Report ............................................................................... 8

Introduction............................................................................................................................................... 8
Methodology ............................................................................................................................................. 9
Concept - What is Coworking? .................................................................................................................. 9
Coworking Case Studies ....................................................................................................... 12

Case study 1: HUB Westminster.............................................................................................................. 12
Other London HUBs ................................................................................................................................. 16
HUB Global Network ............................................................................................................................... 16
Case study 2: Collective in Camden / Camden Town Unlimited .............................................................. 18
Case Study 3: South Kilburn Studios & Meanwhile Space projects ........................................................ 21
South Kilburn Studios .............................................................................................................................. 21
Meanwhile Space Projects ...................................................................................................................... 23
Coworking Spaces in West London ......................................................................................................... 25
Other Spaces We Visited ......................................................................................................................... 25
Summary of Coworking Spaces ............................................................................................................... 26
West Ealing Today ............................................................................................................... 27

SWOT analysis of West Ealing................................................................................................................. 27
Local Interest in the West Ealing Hub Feasibility Study ......................................................... 31

How We Promoted the Study .................................................................................................................. 31
Survey ...................................................................................................................................................... 32
Focus Group Findings .............................................................................................................................. 34
Stickyboard.............................................................................................................................................. 35
Analysis of Local Businesses ................................................................................................. 37
West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Working Group
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Online Survey Industry Analysis .............................................................................................................. 37
Networking Groups Industry Analysis ..................................................................................................... 37
Ealing Chamber of Commerce................................................................................................................. 38
Local Office Space Findings ..................................................................................................................... 38
Analysis of the Financial Viability of this Enterprise .............................................................. 41

Coworking Space Model A ...................................................................................................................... 41
Coworking Space Model B....................................................................................................................... 44
Cafe offering............................................................................................................................................ 45
Potential Partners ................................................................................................................................... 46
Conclusions of the Feasibility Study ..................................................................................... 47

Conclusions and Recommendations........................................................................................................ 47
West Ealing Hub Working Group ............................................................................................................ 48
Further Information ................................................................................................................................ 48
Thank you to… ......................................................................................................................................... 49
Appendices ......................................................................................................................... 49
Appendix I - Online Survey Report........................................................................................................... 49
Appendix II - Focus Groups Report .......................................................................................................... 49

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Executive Summary
Introduction
The West Ealing Hub Working Group was commissioned to undertake research into the
feasibility of a hub or coworking space in West Ealing and to work with consultants from the
successful hubs in Central London. The feasibility study would determine whether or not the hub
idea is viable and has the potential to make a significant contribution to the economic
regeneration of West Ealing.
The feasibility study aimed to test whether a professional and modern business and innovation
hub in West Ealing both meets a local need and is of sufficient interest to a range of key users
to enable its long term financial viability. The study would demonstrate whether there is a
sufficiently robust business model to go forward with establishing a hub in West Ealing.
The West Ealing Hub Working Group engaged with a wide range of key local communities, local
businesses, people working from home, freelancers, to explore the viability of a hub and which
services are of most interest to these groups.
The study aimed to consider the key technical issues to help with determining the nature and
business model for a hub in West Ealing. These included potential membership size, possible
membership benefits and fee structures, possible premium add-on services, key performance
indicators, any necessary supplier/third party arrangements and stakeholder involvement.
The West Ealing Hub Feasibility Study was funded by the London Borough of Ealing through
the High Street Innovation Fund and Riot Recovery Funds. The study was conducted over a
three month period from April 2013 to July 2013. This report presents the findings and
recommendations of the study.
Findings
Surveys and Focus Groups
Our survey and focus group findings revealed positive interest in a business coworking space in
West Ealing. The freelancers, small business owners and community representatives who
attended the focus group meetings were keen to run the project and provide services to the
wider community like mentoring. The level of overall demand for a coworking space in the area
is, however, difficult to assess from this sample as the concept remains generally unknown to
the public.

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There has been some interest and reservations about a cafe or a crèche housed in the same
building as a hub. The lack of parking has also been a concern for some people. There is also a
clear need to tackle the issue of safety alongside any other projects.
Coworking Concept and Case Studies
The core aim of the coworking spaces we researched was to discover how they could support
small businesses and benefit the area or the community they belong to. This report contains
three case studies completed on three very different London coworking spaces, with the aim to
show different models of operation and to reflect the similarities of the issues faced by West
Ealing.
For HUB Westminster, a fully commercial proposition, we found it is crucial to have volume of
space allowing for economies of scale and diverse revenue streams. A Central London location
is able to attract members from all over the city and so ensure high membership levels keeping
membership affordable. HUB Westminster has the second largest membership within the global
HUB Network.
Collective in Camden was set up as part of an overall strategy by Camden Town Unlimited to
change the perception of Camden Town and to reduce crime. By creating the Collective they
were able to raise the profile of the area as a centre for creative industries through media
coverage. This then led to further funding from the Mayor’s Regeneration Fund. Supporting start
- up businesses in the creative industries through provision of a space has enabled growth of
these businesses and employment.
South Kilburn, an area similar to West Ealing, was looking to make use of an empty office
building. The South Kilburn Studios were set up as a 6-month temporary project to use the
space prior to development, which is behind schedule and cannot remain in the current building
long term. The 13 studios are offered to tenants at reduced rent in return for providing
traineeships to local people. This assists local people in training and employment. It is now in its
third year of funding.
Brent Council has worked closely with Meanwhile Space, a community interest company,
which delivers ‘meanwhile’ use for empty properties by negotiating rent-free leases. They have
delivered the successful New Windows on Willesden Green project which took 8 vacant retail
units and filled them with new businesses thereby attracting new shoppers to the area. They are
also involved with the Coming Soon Club, which seeks to assist people with temporary space
for their projects, and Cottrell House, a coworking space supporting the members of the
Coming Soon Club.

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West Ealing Needs Analysis
West Ealing benefits from good transport links, a diverse population, and an independent
character as compared to Ealing Broadway. There are pockets of strong community activity. It is
clear from our research that local people want improvements to their high street. (Source: West
Ealing Centre Neighbourhood Forum and West Ealing Neighbours) A business coworking space
would build on the strengths of West Ealing - its sense of community and independent nature.
West Ealing does, however, lack a specific identity, has low job density and suffers from a
slightly negative perception with respect to safety and attractiveness in terms of the West Ealing
high street. The coworking space could address the lack of employment opportunities and
contribute to the regeneration of West Ealing.
The empty properties and changes in the role of the high street could present opportunities for
new ventures like a coworking space. Although there is sufficient office space available in the
area, it is considered expensive and unattractive, as it does not offer the community feeling of a
coworking space.
Recommendations
The West Ealing Hub Feasibility Study has shown that there is local support among people
interested in creating a coworking space on the West Ealing High Street that offers a
professional service to businesses. The coworking space would be primarily about business and
a professional place to work. There is momentum behind the idea with local professionals
wanting to take an active part in taking this idea forward. We strongly recommend in the short
term that this is acted on and the dialogue is continued. This could take the form of inviting
everyone who has shown an interest to a general meeting to find out levels of commitment. This
could then lead to a programme of events in an empty shop on the West Ealing High Street.
The West Ealing Hub Working Group recommendation as a result of the study is a low risk
model for a coworking space on the West Ealing High Street. By negotiating a rent-free space
through the Meanwhile Space scheme, a core team from the interested members of the
community would act as anchor tenants and owners responsible for the project management.
This core team would effectively create the community within the hub necessary for its growth
and survival. Other members wishing to use the space less frequently would be able to pay
rental on a more ad-hoc basis. If there are members unable to afford space, they could be
encouraged to work within the hub in return for space at reduced rent.
The coworking space would also use empty retail units rent-free to showcase new retailers
within the area. The retailers would get mentoring and support from the members of the
coworking space and the retailer could pay a percentage of sales in return, thereby generating a
revenue stream. The next stage would be to develop a business plan for this model and arrange
to meet with the potential partners and users mentioned later in this study. A recommendation

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would be to work with experts in hubs and coworking spaces when developing a business plan
for a hub for West Ealing.
This low risk model would help with gaining further investment by providing potential funders
with a physical business coworking space in West Ealing. This would demonstrate the local
commitment to the idea and clear outcomes. A recommendation would be to co-locate the
proposed West Ealing Business Coworking Space with the West Ealing BID. This has worked
successfully at the Collective in Camden.

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West Ealing Hub Feasibility Study Report
Introduction
The idea for a coworking space or hub in West Ealing was inspired by visits to successful hubs
in Central London. The idea was first proposed in a paper in September 2012 to what is now the
West Ealing Project Steering Group.
The aim of the feasibility study was to determine whether or not the hub idea is viable and has
the potential to make a significant contribution to the economic regeneration of West Ealing. The
idea was to create a centre for entrepreneurs, sole traders and start-ups including the creative
industries. The enterprise would bring together a range of businesses and people with different
skills, which would promote collaboration and help the local community by stimulating
businesses. The public face of this venue would be a café open to all, and acting as a front door
to a range of specialist services for members. The West Ealing Hub Feasibility Study was
supported by resources secured from Ealing Council’s High Street Innovation Fund and Riot
Recovery funds.
The aim of the research was to test and assess the following mission and objectives:
 To create an exciting and innovative place in the heart of West Ealing

 To provide entrepreneurs, sole traders and start-ups with work space in West Ealing
 To encourage collaboration through direct networking and events
 To provide assistance to new businesses through courses and lectures
 To increase footfall in the area, business for local traders and retain new talent in the
area
 To provide mentoring to younger members
 To seek local partners
 To create a public café which showcases local produce and acts as an information
point for the area and a front door to a range of specialist services for members
The study would establish:

 What type of hub is appropriate for West Ealing
 Which key services will the hub need to offer to attract the most customers
 Which customer groups will be most likely to use the hub and why
 Whether there is a demand for reasonably priced, good quality space to rent for
varying periods of time
 Whether there is sufficient interest in the networking element of the hub
 Recommendations for the governance and business model for the hub
 Likely catchment area for a hub customers
 Likely set up costs based on existing hubs
 Potential hub properties in West Ealing

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 The long-term financial viability of a hub
 The importance or not of a public café which both acts as a community information
hub and a front door to the hub and its services
Methodology
 The West Ealing Hub Working Group conducted various field visits to coworking spaces
or hubs in London. Three sites were selected for more in-depth analysis to present as
case studies. They were chosen on the basis of type of model and local council
involvement. We then contacted and liaised directly with the founders and current project
managers of these projects.
 Considerable desk research was undertaken and census data was gathered from Ealing
Council. In order to understand and connect with the local community, we arranged
presentations and meetings with West Ealing Centre Neighbourhood Forum as well as
the West Ealing Neighbours.
 We created a web site to allow people to view details of the project and join a mailing list
to be kept abreast of findings.
 A survey was produced and distributed online via email and the website.
 Focus groups were organised and moderated independently to provide more detailed
views on the concept.
 To engage with the local networking groups, the concept was presented to both
Fabulous Women and Athena where paper surveys were distributed.
 We sent press releases to the local media, i.e. Ealing Gazette, Neighbours Paper and
Ealing Today. Most of the press releases were published either on their web sites, or in
printed editions.
 Discussions took place with University of West London, Affinity Sutton and Ealing
Broadway BID.
Concept - What is Coworking?

Coworking is about community, networking and sharing ideas. Individuals or companies who
cowork share a space and share values, but do not necessarily share the same background or
profession. Coworking spaces offer flexibility to freelancers and small businesses reducing the
financial commitment to a long-term contract on office space or the responsibility of a lease on a
property. This enables particularly start up businesses to focus on their business development
and networking.
Coworking spaces stimulate communication, collaboration and exchange of ideas. Coworkers

support one another. There is a very strong sense of community and belonging to a group, as
well as a feeling of pride associated with it. The coworking space community is the principle
distinction and attraction to freelancers from a serviced office or working from home. From our
discussions with people working from home, many mentioned that they suffer from isolation or

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‘cabin fever’. Although there were some who preferred their personal space at home to retain
their flexibility, a number also wished for a work/life separation with a chance to interact with
others.
*Images on coworking are from Deskmag Global Coworking Survey 2012 -

http://www.deskmag.com/en/1st-results-of-the-3rd-global-coworking-survey-2012
Deskmag, http://www.deskmag.com, an online magazine about coworking, conducted the

biggest study of coworking worldwide through its Global Coworking Survey in 2012. A total of
2007 people participated and the first results show a continued growth in the average member
size and a third of all spaces plan to expand to a new location.
● The top three reasons for choosing a specific coworking space were a sociable
atmosphere, the community and the interaction with others.
● The biggest competition to coworking spaces is the home office, not the Wi-Fi coffee
shop.
● 71% of respondents reported an increase in their creativity since joining a coworking
space.
● 62% said their standard of work had improved.
● The proportion of female coworkers is growing, up from 32% in 2010 to 38%.

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Coworking Case Studies
Case study 1: HUB Westminster
Background
HUB Westminster is a project by 00:/, a strategic development and design practice and is
supported by Westminster Council and private investors. 00:/ had their first office in HUB
Islington and were part of the set-up team for HUB Kings Cross. Their office is now based in
HUB Westminster.
Purpose/Aim
‘HUB Westminster is dedicated to helping entrepreneurs & changemakers drive the impact
economy’. It is “a place for inventors, venture capitalists, community activists, designers,
engineers and policy makers working together to tackle our world’s most intractable challenges.”
The founders’ aim was to build a commercial, self-sustaining large scale venture. It is the only
example in our case studies of a model which was designed to be commercial from the
beginning.

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The founders describe HUB Westminster as a community and not a coworking space. The basis
of their community is social change and those that are actively pursuing it.
Funding
● £694,000 capital investment

● Total construction & fit out cost £380,000
● Total investment £1.2m
Investors:
● Westminster City Council 40%
● Two large private investors 60%
The founders of HUB Westminster are unable to provide detailed information about what are the
terms of investment for their investors. There is not enough information available to conclude
that the HUB Westminster model is viable long term.
Model Description and Key Services
HUB Westminster was opened in 2011, in a single volume 12,000 sq ft space. The space is
flexible and can serve multiple purposes. It is divided into work space, event space, meeting
rooms, library and members café. All the furniture at HUB Westminster can be easily moved,
which allows them to quickly rearrange the whole space when needed. They invested in a high
quality WI-FI system.
The founders did not have a specific marketing campaign for HUB Westminster, but held key
events after the launch. They focused on building a brand that would enable them to attract the
desired clientele. The memberships were generated from their contacts, or by people holding
events in the space and later by members promoting the space.
Membership at the HUB is based on a flexible tariff model. Members pay for a fixed number of
hours per month, but they are free to use them whenever is best for them.
With a hot-desking by hour model, the HUB can achieve an 80%+ utilisation rate compared with
40-60% utilisation rate of traditional office spaces.
HUB Hosts facilitate the space and HUB members can volunteer in return for membership.
Services (revenue streams):

● Membership
● Space hire: Stage
● Space hire: Cafe
● Space Hire : Strategy Lab

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● Space Hire : Meeting Room
● Space Hire : Library Table
Additional Member Services:

● Finance & Management Accounting
● Bookkeeping
● Financial & Tax Advice
● Legal & Company Structuring
● Virtual PA
● PR & Marketing Service
● Angel List
● Hub Fund
HUB Cafe
HUB Westminster has a small cafe on the premises which uses two local suppliers:
● Munch in Marylebone
● The People’s Supermarket
Customers
HUB Westminster offers various plans depending on the number of hours a customer uses the
space. They have a start-up tariff for businesses up to 2 years old, or with revenue under
£73,000/year. They selected a mix of businesses on different tariffs to create a balanced culture
in the HUB and no business can overpower the entire space.
● 423 individual members

● Over 250 business
○ 88% of members are 1-2 person organisations
○ 75% of members are start-up members (operating for less than 2 years, or with a
turnover of less than £73,000 p.a.)
● The highest number of members are currently in technology and innovation
● 56% of members have collaborated with another member
There is also a possibility of a virtual membership, as well as off-peak rates.
Top Key Value Proposition to Members:

● Feeling part of a larger community and network
● Expanding personal and professional network
● Learning about new issues and topics
● Getting helpful information and knowledge
● Strengthening personal commitment

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● Accessing better working facilities / infrastructure
● Coming up with new ideas and initiatives
Financial performance
The enterprise is set up as a Community Interest Company, which is designed to benefit the
community. HUB Westminster has a minimum 65% asset lock, preventing the assets and profits
to be used for personal gain. It appears to be fully commercial and has managed to break-even
within 18 months. The success of the venture appears to be mostly due to volume and their
Central London location. The large space allows for flexibility of use of space and economies of
scale, thereby keeping space affordable for members as well as generating revenue from
diverse income streams. For smaller organisations, a Westminster address could potentially be
seen to add prestige.
Risks
● Managing membership to space capacity

● Added value to membership
● Diverse revenue stream
● Communication (co working space or business incubator)
● Governance
Risk analysis was provided by HUB Westminster
Current Capacity
HUB Westminster is currently accepting new members.

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Other London HUBs
HUB Kings Cross
● HUB Kings Cross is showing a net worth (Shareholders funds less Intangible assets) of -
£376k as at 02/08/2012 which is an increase on the previous year of -£41k. It has been
trading since 2007. The figures suggest that the company is loss-making year on year.
● HUB Islington was the first in the HUB network and has been running since 2005. In
2010, a case study by workhubs.com reported the HUB had 220 active members. Mostly
26-34 year olds, unmarried and not homeowners.
Deskwanted, https://www.deskwanted.com, a global network listing coworking spaces and

shared offices, is listing both HUB Kings Cross and HUB Islington as having availability.
HUB Global Network

The HUB Network consists of 38 HUBs globally. They are generally in central locations and
rarely in the suburbs.
HUB Insights event at HUB Westminster gathered HUB founders from all over the world. These
are some of the points they mentioned in their talks:
● HUB Seattle spent a year looking for the right building all over the city. They wanted a
central location, but not the most popular one. After they moved in, various tech
companies started arriving to the area.

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● HUB Milano is placed in Chinatown which in that city is a socially difficult area, with
antagonism between Italians and Chinese. The Hub actually brought people closer
together.
● HUB Prague had many companies overgrow it and create demand for space for the
landlords.
● HUB San Francisco - developer chose five cool companies to bring in - arts, film school,
hub and two more and offered rent below market rate. That paid off because they
attracted others.
● In Bari (Italy) the local authority completely finances a project where they renovated an
old church and gave it to businesses to use.

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Case study 2: Collective in Camden / Camden Town Unlimited
Background
The CTU is a Business Improvement District representing 300 businesses in Camden Town. It
was elected in 2006 with three operational aims: cut crime, clean and green and celebrate and
promote. Cutting crime remains their number one priority.
An Economic Impact Assessment was commissioned in 2008 to show the true economic
makeup of Camden. It found a large and varied population with a relatively low job density of 2.1
jobs per resident. It identified Camden town as having twice the concentration of creative
industries, particularly publishing, media and press, than the average for inner London. Their
anecdotal evidence showed a lack of enthusiasm for the area by employees of the major
employers. It also found that flexible space in the area was lacking.
Purpose/Aim
Identifying the strengths of Camden Town in the creative industries coupled with the London
Mayor’s focus on these industries as offering a source of job growth, the Collective was created
with minimal investment with the aim to change the perception of Camden and provide publicity.
Collective has successfully supported start up businesses in the creative industries and created
a unique space generating media interest and raising the profile of the area. This was used as a
lever to secure further funding of £1.5m. It is not run as a commercial enterprise in itself, but
more as a loss leader within the overall strategy.

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They want Camden to be recognised as a place for the creative Industries and alter its
perception from a place of tourism and nightlife to creative businesses. Collective limits
membership to professionals working in the creative industries.
Being a Camden Unlimited project has allowed them to be able to take risks and have more
freedom. The fit out was about £25k and initial running costs were approximately £24k per
annum excluding staffing, rent and rates. CTU have their offices based at Collective.
Funding
Collective is a project of Camden Town Unlimited (CTU) which is the Camden BID. It is one
element of a £3.3m project to transform the streetscape and public realm of Cobden Junction at
Mornington Crescent and is funded by the Mayor of London’s Regeneration Fund, Camden
Council and Camden Town Unlimited.
● Collective offer free, 24/7 access to workspace.

● There are 45 desks in the space
● Members contribute significantly to Collective in return for free space. They are required
to contribute a minimum of two hours of their time a month towards the growth and
development of Collective.
● The people who work in the Collective live all over London.
● Collective organises Pop Up Shops and a Fellowship programme.
● The businesses which began using Collective have stayed and they have created a
community.
Facilities available to members
● Hi-speed wireless broadband
● Lockers
● Shared kitchen
● Ping-pong table
● Meeting rooms and break-out spaces
● Recording and photography facilities
● Furniture and dividing walls on wheels - everything can be rearranged easily
“Flexibility is the core to the concept with a moveable internal structure enabling the space to be
quickly reconfigured. Collective can be a studio, meeting room, or catwalk in the same day.’”
(Source: Annual Report 2012,CTU)
The idea is that people are supported in the early stages of their business and then they move
on. It can be isolating working from home. It is an alternative to office space which can be

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unaffordable when you are starting out. They give people time to experiment and take risks.
New businesses can face a lot of rejection and Collective supports people to keep going in the
creative Industries. They are not about providing studio space for artists.
● As Collective is included within the CTU accounts, it is difficult to ascertain exact costs
associated with the Collective itself.
● The 2011/12 budget shows income from Collective tenants of £8k with other income of
£18k.They are showing core collection costs of £17k with a further £55k showing as
Collective project costs. Salaries and other admin costs are included within CTU figures.
Customers
105 people use the Collective Hub. Their website shows a total of 34 companies as current
members working in fashion, video production, media and tech.
Success story
SB.TV is considered one of their star businesses:
“The Collective has helped me a lot with growing the business. It’s a wicked environment to be
in and for me, being around many other people at the same stage of start-up is invaluable. It’s
an amazing space to be part of”. (Jamal Edwards, Founder and SEO SB.TV)
Current Capacity
● Applications appear to be open for space according to their website

● Collective are taking on a new building for six months in Camden

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Case Study 3: South Kilburn Studios & Meanwhile Space projects
South Kilburn Studios
Background
The area of South Kilburn is within the top 10 % of the 2011 Index of Multiple Deprivation, with
90% of residents renting their homes from the Council. The residents are poorer, with fewer
qualifications and lower life expectancy than their counterparts across London. (Notes on an
Experiment, May 2012)
The South Kilburn public art programme was established by the South Kilburn Neighbourhood
Trust and the London Borough of Brent to use art and creativity in the regeneration of South
Kilburn. Five projects were commissioned by them and South Kilburn Studios (SKS) was one of
these.
South Kilburn Studios came about as a temporary project to make use of a building vacated by
New Deal for Communities. The offices were due for development but would remain empty for
at least a year. Concerned about potential vandalism and the negative impact of an empty
building, the South Kilburn Neighbourhood Trust approached the Architecture Foundation (AP)
for help. AP asked four architects to pitch ideas that would attract new people to the area while
creating value for the local residents of the area. Practice Architecture won the tender.

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There was no study to ascertain demand prior to creating SKS. Their approach is based on the
PPS (Project for Public Spaces) model of "lighter, quicker, cheaper".
Purpose/Aim
“We wanted South Kilburn Studios not only to animate and enhance the physical environment,
but also to provide opportunities for small, start-up businesses, and for local young people to
develop skills, contacts and confidence to work within the creative industries” (Sarah Butler,
South Kilburn Creative Coordinator. (From Notes on an Experiment, May 2012)
Funding
● The programme received funding from the South Kilburn Neighbourhood Trust through
the New Deal for Communities.
● As the building belonged to Brent Council, any cost to board up and keep as an empty
building was re-directed to SKS instead. SKS was considered to be a temporary 6-
month project. The Architecture Foundation ran SKS for 6 months. There was an initial
£15k cost to fit out and the current running costs are approx. £40,000 per annum.
● This £40,000 is roughly split 50% towards one member of staff and the rest towards
running costs.
● SKS provides 13 creative studios for a limited time rent-free. In return the tenants are
required to offer traineeships to young people.
● There is also a central space to run free workshops for local residents.
● The tenants were to come from different disciplines and areas. The trainees were
selected from South Kilburn.
● SKS is now in its third year of funding. There has been no official measure of success of
SKS. Much of the evidence is intangible and anecdotal from people who have engaged
with the project.
Customers
● There were over 100 applications for 13 studios. Tenants were chosen on their strength
of legacy projects and training abilities.
● The founding tenants’ disciplines were music, event management, photography, design,
film and architecture.
● Despite providing free training, recruiting trainees proved challenging. The initial
requirements were 18-25 year olds living in Brent and wishing to pursue a career in the

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creative industries. They also had to commit two afternoons a week to the traineeship. It
is now open to all age groups.
● Two trainees managed to get into full-time employment through their traineeships.
Current Capacity
● The studios are all occupied but traineeships are available.
Meanwhile Space Projects
Meanwhile Space, www.meanwhilespace.com, a community interest company incorporated in

2009, works with landlords, landowners, developers and local authorities to advise and deliver
projects that relieve them temporarily of liabilities (insurance, rates, security etc.) associated
with holding redundant shops, offices, cleared land etc., whilst an appropriate commercial
solution is being sought. By working with local communities and other stakeholders, interim or
'Meanwhile' uses are deployed to reanimate the space and provide opportunities for community
benefit and social enterprise. (Source: meanwhilespace.com)
Meanwhile Space delivered the successful New Windows on Willesden Green project by
negotiating rent-free leases for 8 vacant units and filling them with new businesses. The lease
has been extended to August 2013.
After two months of opening its doors, Queens Parade (which was the product of the Windows
on Willesden Green project) was voted in Time Out as one of nine best shopping locations in
London by its readers and still continues to hit headlines. (Source: meanwhilespace.com)
The Coming Soon Club
Commissioned by Brent Council, and delivered by Meanwhile Space, The Coming Soon Club
(CSC) offer support and mentoring to people looking for temporary space for meanwhile
projects in Wembley. (Source: comingsoonclub.co.uk)
CSC are currently involved in turning a disused retail and office space on Wembley Hill Road
into a pilot coworking space. The aim of this space, Cottrell House, is to provide studio and desk
space to new businesses in the area at a subsidised rate.
Cottrell House
Cottrell House is made up of a coworking space, fixed desks, café, event and studio space. The
fixed desk space is rented out at £50 +VAT per month. As a Meanwhile project, Cottrell House
receive a subsidy on their business rates. There are 35 coworking spaces available at £2.50 per
day. There is also an event space for hire. The current studio tenant took this space to enable

23
her to work outside her home and recruit two members of staff. Cottrell House are currently
accepting applications.
Image from http://www.comingsoonclub.co.uk/
Success Story: Dorinda Ltd @ No. 1 Wembley Hill Rd

‘One of CSC’s early members Dorinda Ltd has opened her hat shop in a long vacant Wembley
triangle retail unit two doors down from CSC HQ at 1 Wembley Hill Rd. CSC started supporting
her business by giving her one of our window spaces, then through business mentoring, to
hosting the CSC HQ for a month and finally supporting her move into her very own retail unit!’
(Source: meanwhilespace.com)
Image from http://www.comingsoonclub.co.uk/

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Coworking Spaces in West London
The Doughnut Factory
The Doughnut Factory is located in Acton Vale, West London and has been running for five
years. The Doughnut Factory is a project by Action Acton, a social enterprise, and part of the
Arc, Business in Community programme supporting community regeneration and employment.
The building was originally a doughnut factory, is owned by Action Acton.
The Doughnut Factory started with the aim of supporting creative and media businesses, but did
not have enough demand from this sector. They currently offer affordable space to start-up
social enterprises, charities, and commercial companies. They had a proactive approach and
found small businesses to use the space by offering trial space. The Doughnut Factory has an
element of coworking in terms of users socialising together, but it is more of a business centre in
design. Quite a large percentage of the space is used solely by one business. They currently
have a high demand for 1 - 2 person enclosed office space from sales companies that are
phone-based and require private space for calls. The challenges they have faced are limited
parking and maintaining IT support. Their advice is that the right location is most important and
to plan carefully for the maintenance of a building, because the costs can be high.
The Doughnut Factory charges £55.00 per week for individual desk space. They charge £170 -
£220 per week for three to four person desk space. They have ten small and thirty large desks.
There is also a hot-desking space available, a meeting room, storage space, kitchenette and
shower facilities. The Doughnut Factory has flexible licence terms of one week notice, free Wi -
Fi, IT support and free business advice. Business rates and utility rates are included.
The Doughnut Factory is sponsored by Action Acton, The London Development Agency,
University of West London, European Union and Lottery Funded.
The Docking Station
The Docking Station in West London opened in 2011 as part of the Education Business
Partnership’s Social Enterprise High Street Challenge. This was a competition for young people
to develop businesses plans for empty shop spaces on Brentford High Street.
Other Spaces We Visited

The West Ealing Hub Working Group have visited other hubs and coworking spaces like HUB
Islington, Google Campus, Dryland, Fulham Community Partnership Trust and Neoponic (Cr 8
Net).

25
Summary of Coworking Spaces
Why are coworking spaces successful?
● They are inspiring spaces where people can work and take clients
● They represent a modern fresh way of working
● They offer a sense of belonging to a community of professionals
● People are proud to be part of it and tell other people
● They are welcoming to members and non-members
● They host networks of professionals and are a place of learning
● They are a place to start your business and showcase successful start ups
● They have a clear vision, governance, management structure and a clear membership
criteria
● They have impact on their location, develop businesses and opportunities
● They have good transport links and are in popular locations
Why do people invest in coworking spaces in London?
● To support the entrepreneurs in the creative industries, social enterprises or other

professional industries.
● To help small businesses grow because of the challenges people face starting up small
businesses.
● Members will pay for the service, but as a start-up business they have limited finances.
Coworking spaces generally require investment and tend to receive public funding or
investors.
● Members may get free space if the co-working space is part of a local area regeneration
programme and they contribute to the project.
● In some cases, rent-free space is necessary to keep membership affordable.

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West Ealing Today
West Ealing today is a vibrant community on the cusp of change. There is awareness that the
area is changing and people want to participate in creating a vision for West Ealing. This was
apparent from our meeting with members of West Ealing Neighbours and the West Ealing
Centre Neighbourhood Forum. The idea for a West Ealing Hub was generally received well.
The West Ealing Centre Neighbourhood Forum has surveyed members’ likes and dislikes about
their local area. Their findings include a request for diversity of businesses, independent shops
and less empty shops.
The ECVS have conducted an action plan for developing the West Ealing High Street. The
results showed that community events and projects were rated highly as being important to the
community.
Respondents were asked to rate what they would like on their ideal high street.
They indicated the following:

● Independent bakers/butchers
● Supermarkets
● Clothing shops
● Markets
● Entertainment space
● Advice centre
Respondents demonstrated quite strongly that they do not like:

● Money lending shops
● Fast food services
● High interest shops
SWOT analysis of West Ealing
The SWOT analysis is based on current public information and research gathered by the West
Ealing Hub Working Group. The SWOT analysis has informed the study to have a better
understanding of the context of West Ealing.
Please refer to the enclosed diagram.

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Park Royal, largest
industrial estate in
Europe Elthorne ward most
deprived
Diverse ethnic More VAT registrations
population than other West
12.2% with no
London areas
qualifications
Independent shops No specific industry
dominance
High self-employment Negative perception
esp. safety
Good for food
shopping esp.
Strong community Low job density
farmers’ market. High youth
spirit within active
groups unemployment
Crossrail Cap on benefits

Reduction in self-
New hotel employment
Vacant shops
Mosque Excess office space

redevelopment
Increase in housing
stock
Strengths
● More VAT registered businesses than any other West London borough. In 2011, there
were 11,725 VAT and/or PAYE registered businesses in Ealing.
● Park Royal Industrial Estate is the largest industrial estate in Europe, covering about 263
hectares (650 acres). Park Royal is a haven for small businesses, with over half of firms
employing fewer than 10 people and 90% employing fewer than 50. Current specialities
are:
○ food (in particular ethnic food)
○ film & TV
○ transport & logistics.
● In comparison with London, and Great Britain overall, Ealing has a slightly higher
proportion of workers who are self-employed.
● The industry that is most different to the UK overall is the ‘Transport and
communications’ industry. Nationally it employs around 9% of the population but in
Ealing its figure is over double that at almost 21%.
● The proportion of 35-49 year olds who are workless is lower in Ealing than both London
and the UK *1).
● Diverse ethnic background of population with a high migrant population. (Source:
Census 2011)
● The West Ealing report identified a strong local community spirit from the people in the
privately owned housing surrounding the area. (Source: Good Things Happen Over
Time 30/10/12). During our visits to West Ealing Neighbours meeting and the WECNF
meetings we were able to see first-hand the passionate interest of the locals for
involvement in their community.
● A well-regarded and popular Saturday Farmers market, good local butchers and
fishmongers. West Ealing is regarded as having a great deal of independent retailers
which provides a different complementary offering to Ealing Broadway.
● Research carried out by Brunel University in 2010 showed that buying food was top-
ranked as the reason for visiting West Ealing with eating and drinking its highest-rated
attribute. They also found that over half of the shoppers at Ealing Broadway patronise
West Ealing as their main or secondary shopping location. (Shopper Opinion Research
carried out May to November 2010)
● Close to Heathrow airport
*1) State of Ealing Economy and Enterprise 2012
Weaknesses
● Ealing’s jobs density remains far lower than that of London or the UK overall.
● Worklessness amongst younger age groups (16-34) is higher in Ealing as compared to
those in London and the UK.
● 12.2% of Ealing residents (10,800) have no qualifications at all. This means that they do
not have the equivalent of one GCSE A* to G or any other qualification. This figure is
higher than the comparable figures both in London and the UK overall.

29
● The borough has become relatively more deprived in terms of income, employment,
health & disability, barriers to housing & services and living environment *2).
● According to the Ealing and Hanwell Action Plan by ECVS, the most deprived ward is
Elthorne. The life expectancy of males in Elthorne is 10 years less than the neighbouring
ward of Northfields. Their survey found that adult learning was poorly provided for across
Ealing, West Ealing and Hanwell and yet this scored highly in Community priorities.
● The West Ealing Report of 30/10/12 identified West Ealing as having a higher crime rate
than Ealing Broadway with anti-social behaviour accounting for more than half of the
crimes.
● The respondents of our survey mostly had a slightly negative perception of West Ealing.
● Our focus group found West Ealing did not have a strong association with a particular
industry such as, for example, technology in Shoreditch.
Opportunities
● Crossrail
● Ealing has one of the highest numbers of migrants in London, alongside Brent and
Newham. *3)
● Green Man Lane development by A2 Dominion will increase the number of homes from
464 to 706. Of the 706 new homes, 283 will be private for sale homes. (Source: Good
Things Happen Over Time 30/10/12)
● Changes in consumer behaviour leading to new roles for the high street.
There were 21 vacant outlets identified in Oct 2012. (Source: Good Things Happen Over
Time 30/10/12). An audit carried out by WECNF in March 2013 showed a total of 41
empty retail units in the West Ealing area. (Source: West Ealing NF audit March 2013)
● Affinity Sutton are redeveloping Sherwood Close which currently has 209 homes. The
new plans will be to include affordable and private homes with better access and a wider
community.
● New hotel construction
● Mosque development increasing numbers of visitors
Threats
● Changes in benefit systems lowering disposable income.

● Potential of excess office space being available in the area could reduce prices for this
offering. See office availability below.
● GML development will also feature a café. (Source: West Ealing Report 30/10/12)
● The number of workers who are self-employed in their main job rose 367,000 between
2008, the start of the economic downturn, and 2012. The four most common
occupations for self-employment were taxi or cab drivers, ‘other' construction trades,
carpenters and joiners and farmers. 84% of the increase in self-employed workers since
2008 was for those aged 50 and above. (Source: ONS 06/02/13)

30
Local Interest in the West Ealing Hub Feasibility Study
How We Promoted the Study
The West Ealing Hub Working Group created a web site, a mailing list, and an online survey to
assess the interest of the local community. We conducted focus group meetings, moderated by
a professional researcher, to get a more in-depth image of their views and needs.
The feasibility study was promoted via the following avenues:
● Ealing Gazette - printed and online version

● Ealing Today
● West Ealing Neighbours
● West Ealing Centre Neighbourhood Forum
● West Ealing Traders
● Fabulous Women network
● Athena Network
● Ealing Mums in Business
● Northfields Friends Facebook page
● Hanwell Friends Facebook page
● Stickyboard
● Link 4 Coffee network
● Ealing Homebiz magazine
● Ealing Artists Network
● Personal contacts
Web site & Mailing list
The web site, http://www.westealinghub.com, has attracted some, but not significant attention.
During the course of the study, it received 564 visits from 476 unique visitors.
The “West Ealing Hub Feasibility Study” mailing list attracted 107 subscribers. Emails to the
group were mostly focused on attracting people to focus group meetings. We wanted to use the
number of subscribers to assess local interest in the project.
Local Groups
We attended meetings with the following local groups:


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The idea for a West Ealing Hub was generally very well received and engaged people in
discussion. Local groups have expressed enthusiasm for the concept.
Survey
We created an online survey on a specialist site called Survey Monkey, and in addition, had a
printed survey which we took to local networking meetings.
● 107 people completed the online survey.

● 33 local business people completed the paper-based survey
Online Survey
Included are selected graphs provided by Survey Monkey which illustrate the views of the
community on some important issues.
The complete survey report has been attached as Appendix I of this report.

32
Networking groups survey
This paper-based survey completed by the Fabulous Women and the Athena Networking
groups showed similar findings to the online survey.

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Focus Group Findings
The focus group meetings were led by an independent researcher and analyst, Kathryn Coles.
A total of fifteen local freelancers and small businesses attended the focus group meetings held
in West Ealing. The participants were not selected. We sent the invitation to focus group
meetings to 107 subsribers on our mailing list. The fifteen participants were the ones who
replied to our invitation.
One of the conclusions from the focus group meetings was a considerable interest in a local
coworking hub as a place for businesses. Primarily, the focus and emphasis needs to be on
business provision, i.e. what the hub can do for its members to help them run their businesses
more efficiently and effectively. The place has to improve their day to day working lives
The key finding was the importance of people and place when developing a hub. Other findings:
● A hub where people can connect, network and interact with each other.
● A hub that encourages a broad variety of people across different sectors and
encourages a sense of belonging.
● The place needs to create an aspirational, yet affordable environment. Include access to
business resources, flexible working spaces that meets different needs for example quiet
areas, social areas and meeting rooms.
● The hub needs to be a safe and secure environment to work both inside and out.
● Sharing skills, events and giving back to the local community is also important.
There is commitment from some focus group meeting participants to help with the hub’s
success going forward. The focus groups report also suggests that a relevant ‘USP’ for West
Ealing is the strong community and it is important that the power of this is harnessed. The
impact of Crossrail and regeneration generally mean that community is even more important at
this time.
The complete research from the focus group meetings by Kathryn Coles has been
attached as Appendix II of this report.

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Stickyboard
Stickyboard is a business whose founders are local to Ealing, but who have found their home in
the HUB Kings Cross. We have asked them to give us their opinion on the idea of a hub in West
Ealing.
Our Story
In 2010, we got together as two brothers to build a business which helps people and communi-
ties across the UK. Stickyboard was started from a bedroom in Ealing, and it was here we
began to develop concepts, build prototypes and raise funds. Whilst doing so we interacted with
many local businesses and community groups to hone our products and grow our social
enterprise, even employing a local intern for a period. Very soon though we needed to move to
our own premises. When it came to scale we first looked to Ealing but despite wanting to stay
local and having local customers there was no place for us to work that was accessible,
affordable and inspirational.
For this we came to Hub Kings Cross. The HUB network has been going since 2005, and with
over twenty five HUBs across the Globe they specialise in creating a physical community work-
ing together for social purpose. HUB Kings Cross itself has been running for over 5 years now
and is a brilliant example of just this.
To begin with we only need the HUB on a part time basis but over the years our involvement
grew. Now we are in the HUB full time and are one of their permanent core teams (often there
till unreasonable hours). Throughout this they have helped us grow to a national enterprise with
a dedicated team of designers and software engineers.
Push and Pull
Ealing continues to have more VAT registered businesses than any other West London borough
(1). From our own experience and subsequent work in West Ealing we have found two barriers
in particular to local small businesses that are seeking to expand:
a.) The cost of physical premises is prohibitive especially to small start-ups.
b.) Networks of support and suppliers are hard to access for those without prior contacts.
The Hub has been successful in providing these needs to the Kings Cross area offering a
number of benefits that have attracted ourselves and others to the area and enabled us to
realise our potential:
a.) flexible hours and membership levels allowed our involvement to grow as our business did.
b.) business clinics made sure we avoided potential pitfalls.
c.) the HUB name and address carried its weight with new clients and partners.
d.) networking and other events which enabled us to meet potential investors and partners.

35
e.) the cafe created a communal point where we could meet and share experiences with
others.
These benefits have seen Hub Kings Cross attract and support over 1070 members (2) since its
inception 5 years ago, and with 15 - 20 members joining every month it continues to create
employment and wealth for the local economy.
An Opportunity in West Ealing
Both Kings Cross and West Ealing are in the midst of significant renewal as updated transport
arrangements and local regeneration projects create an opportunity for positive change. The
experience of Hub Kings Cross shows that there is a strong demand for collaborative
workspaces that are not only sustainable but also bring significant benefits to the local
economy.
Moreover as we move further into the digital age there are new ways to maximise the benefits
such spaces can bring by extending collaborative networks beyond the physical space and
ensuring the message reaches all parts of the community.
As long-time supporters of the community Stickyboard welcomes the chance to bring the
benefits of the Hub to West Ealing and improve further on its model by incorporating the
opportunities offered by digital technology in maximising local benefit.
1 In 2011, there were 11,725 VAT and/or PAYE registered businesses in Ealing. Analysis from Ealing
Council; The State of Ealing - Economy and Enterprise, March 2012. Figures supplied by UK Business:
Activity, Size and Location – 2011; Inter Departmental Business Register (IDBR), March 2011.
2 Approximately 60% of which are small businesses and start-ups, and the remaining 40% being from
larger companies like Heinz

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Analysis of Local Businesses
There was no breakdown available on self-employed by industry. The graph below shows the
number of businesses by activity for Ealing, London and England. Ealing shows high numbers
of businesses within retail and information and communication.
Source: ONS March 2012
Online Survey Industry Analysis

Around half of the respondents of our online survey were self-employed. At 24% the information
and communication industry was the biggest industry sector, followed by the arts and
entertainment with 18% and other service activities with 15%.
The people who attended the focus group meetings filled out the online survey and came from a
wide range of industry sector.
Networking Groups Industry Analysis

This paper-based survey had a different mixture of industries with a bias towards health and
wellness practitioners (27%), business and life coaches and consultants (12%) and various
professional services (30%).

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Ealing Chamber of Commerce
Established in 1902, Ealing Chamber of Commerce is the local membership for the local
business, delivering opportunities.
The Chamber currently has over 130 members in Ealing. Members have access to a range of
membership support services, designed to offer their businesses support every step of the way.
Majority of members in Ealing are Small and Medium Enterprises with 1-12 employees from the
following post codes: UB1, UB2, UB5, UB6, W3, W5, W7, W13, NW10 and offering a wide
range of services.
Members of the Ealing Chamber of Commerce tend to be more established businesses, such
as hotels, restaurants, estate agents, accountants and education services. The annual fee of
£181.20 for a business with 1-12 employees may be a barrier for start-ups and freelancers.
Local Office Space Findings

The Lido Centre in West Ealing offers low cost office accommodation and hot-desking facilities
for community organisations, voluntary groups and small neighbourhood groups which work in
the London Borough of Ealing. There are meeting, training and counselling rooms. The Work
Club is also housed at the Lido Centre which helps local people into employment. The Lido
Centre also offers community equipment loan scheme and has an IT and information suite.
They have some open-plan desks available listed on their website. The cost is £1879.50 per
year plus a service charge of approximately £1119.40 per year. They are not able to include
commercial ventures.
Available Office Space per Office Genie on 17 April 2013
Local searches reveal all available space within a 10mile radius.

38
Space Type W5 W13 W7
Spare Desks in shared 221 spare desks in 200 spare desks in 172 spare desks in
offices a 10-mile radius a 10-mile radius a 10-mile radius
Great for freelancers Average cost/month: Average cost/month: Average cost/month:

and start-ups, flexible
contracts From £180/person From £180/person From £180/person
at Heathrow to at Heathrow to at Heathrow to
Lack of control of office, £267/person £273/person £273/person
short/medium term
solution
Desks in serviced 10,862 desks to rent 9,443 desks to rent 8,261 desks to rent
offices
Huge choice, inclusive Average cost/month: Average cost/month: Average cost/month:

bills, high quality,
flexible From £75/person to From £75/person to From £75/person to
£359/person £314/person £296/person
Lack of control of office,
premium pricing
Desks in rented 1,461 desks to rent 1,178 desks to rent 1,079 desks to rent
offices
Long term, full control Average cost/month: Average cost/month: Average cost/month:
over layout & From £56/person to From £56/person to From £56/person to
appearance £129/person £127/person £106/person
Commitment, additional
bills & legal
responsibilities
Sublet offices None None None
Long term, full control

over layout &
appearance
Commitment, additional
bills & legal
responsibilities
Assumptions
 75 sq ft per desk used on Instant Offices
 Office Genie recommends 50-75 sq ft per person

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Per Instant Office
Instant Office recommended the Regus office based at Park House, 111 Uxbridge Road. This
was priced at £299 per month for a desk in a serviced office. Other options in the area start
from £250 per month.
The cheapest desk in a rented office is £75 per month based in Park Royal.
Virtual Office
Avanta based at Saunders House, Ealing Broadway offers a virtual office service. This consists
of mail facilities, business address and meeting rooms for hire at a basic £50 per month with 3
month minimum contract. A further £25 per month provides access to the business lounge for
20 hours per month.
In conclusion, there is a good deal of space available within the area and under flexible
conditions starting from a month. They consist of either sharing a desk in someone’s office or
serviced offices. This abundance suggests a surplus which could then lead to a price fall.
Therefore, the hub cannot simply offer more desk space without adding to an already saturated
market. Of the options available none of them mentioned a collaborative community and all
offered a traditional desk rather than any communal and creative coworking spaces.

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Analysis of the Financial Viability of this Enterprise
The West Ealing Hub Working Group has not identified a particular location as the West Ealing
High Street is subject to regular change. There are, currently, two empty sites on the high street
which we have used as illustration of potential costs involved. These are 66 and 154-156, The
Broadway, West Ealing. Please note that actual costs would depend on model, exact
location and state of property.
There has been some difficulty obtaining running costs and revenue breakdowns for hubs and
co working spaces as some information is confidential or part of a larger regeneration project.
Summary information is available for limited companies from Companies House which provides
an idea about the financial performance of a few of the existing projects. The specific
breakdown of running costs is unavailable for Collective in Camden and HUB Westminster.
HUB companies have the small companies’ exemption and are not required to show their
detailed profit and loss accounts. Collective accounts are merged into Camden Town Unlimited.
Both Collective and South Kilburn models are public funded and offer space rent-free. Hub
Westminster is run as a commercial enterprise non-reliant on donations or grants. HUB
Westminster did receive some investment from Westminster Council.
Coworking Space Model A

Based on a low staffing cost model, this is an illustration of estimated costs of a coworking
space in West Ealing using actual rent and rates in the area.
Key Assumptions
 100% space and income from desks.

 Using a £50,000 capital spend depreciated over 5 years as it’s likely a lease would need
to be signed for at least such a period.
 The number of members remain constant over the entire year

41
Using 66 The Broadway, W13 0SY as an illustration
Annual Rent £65,000

Annual Rates £27,789
3 Full-time Employees per annum £80,000
IT per annum £12,000
Energy Costs £5,000
Other running costs £20,000
Depreciation £10,000
Total per annum £219,789
Total fee-paying members required to cover the above annual costs based on each of the
following price plans:
£100 pcm 183 members

Total sq ft 3,375
Total annual running costs per sq ft £65.12
Total desks at 50 sq ft per desk 67
Given the total capacity is for 67 desks, the lowest charge could potentially be £150 per month
and would require 122 members paying their full annual membership to be able to cover these
costs.

42
Using 154-156 The Broadway, W13 0TL as an illustration
Annual Rent £92,748

Annual Rates £29,673
3 Full-time Employees per annum £80,000
Total fee-paying members required to cover the above annual costs based on each of the
following price plans:

Total sq ft 7,729
Given a larger capacity of 155 desks, it is now possible to charge £100 per month but requires
214 members in total to cover annual costs. The larger space drops the per sq ft cost
considerably.

43
Coworking Space Model B
Using Meanwhile Space to negotiate rent-free spaces and subsidised rates will enable costs to
be lowered. A core team that act as anchor tenants and hub hosts can reduce the need for staff.
Also in exchange for subsidised/free space, members can offer to work instead again lowering
staffing costs.
Key Assumptions
 80% space and income from desks

 10%-15% from events and meeting rooms
 5%- 10% from sales commissions on test retail space
 The number of members remains constant over the entire year
 Estimate of £40,000 to be put towards fit-out and capital expenditure, with remaining
amounts to be used to fund the initial stages of the project.
 As Meanwhile space projects are, by their nature, short-term agreements, all capital
expenditure is to be depreciated over one year only.
Using 66 The Broadway, W13 0SY as an illustration

The costs would, therefore, be as follows for 66 The Broadway:
Annual Rent -
Annual Rates £5,558 (at 20% of original rate)
1 Full-time Employee per annum £40,000
Total fee-paying members required to cover 80% of annual running costs only based on each of
the following prices:

Total sq ft 3,375
(only 80% of space to be used for desks)

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Given the lower costs, the number of members required to sustain the venture drops and
therefore at £100 per month only 82 members are required so this capacity is now sufficient.
Conclusion
For model A, a larger space and membership is required to be able to charge the low rate of
£100 per month as members have requested. However, our research is unable to justify that
such a high level of demand exists to fill the membership numbers necessary. As such, this
model is considered high risk and not recommended.
Model B, however, is more viable as the number of members required is lower with the smaller
capacity now sufficient. Using 80% of the space and hence income from desks with the
remaining 20% of space given over to meetings and event space. This model is considered low
risk and highly recommended.
Outcome
● Provide entrepreneurs, sole traders and start-ups with reasonable work space in West
Ealing.
● To give people a better understanding and experience of the concept of a coworking
space
● To contribute to the regeneration of West Ealing by increasing the footfall and business
to the area.
● To support and aid small businesses by offering rent-free empty shops in West Ealing as
a test retail space.
● The low cost model will help with getting further funding and develop a long term
business plan
Cafe offering
HUB Westminster has an in-house member only cafe as well as self-service kitchen areas.
Their revenue from the cafe is around 5%. It is not considered a major source of income.
Neither Camden Collective nor South Kilburn have a cafe in-house.
The cafe offering is dependent on the location of the West Ealing Hub and the building. The
University of West London are interested in developing the café. The UWL, The London School
of Hospitality and Tourism recommend that the public cafe should be a minimum of 50 covers
(approx 1000 sq ft) and each cover needs to be turned over 2-3 times per day (i.e. 100-150
persons per day), with an average customer spend of approx. £3 (£300-£450 takings per day).
There should be a simple menu offering hot lunch to keep costs low and differentiate to other
cafes in the area. A cafe should have sufficient volume and spend to be commercially viable.

45
The focus group findings found that allowing public access to Hub café has some advantages
as it could showcase the Hub and has the potential revenue generator. There were concerns
regarding safety and security. Also, having a public cafe could lose its exclusive feel for
members.
Focus group participants think the cafe should be a smart, modern café which offers food and
drink and ideally local produce. However, they do recognise that this will cost money. They do
not want the café to compromise affordability of membership.
Potential Partners
● Affinity Sutton which is developing the Sherwood Estate in West Ealing. The housing
association could support the West Ealing hub development and invest into the project, if
there was a strong business plan based on clear long term outcomes.
● The University of West London and more specifically West London Business
School are in the early stages of creating an incubator space for West London which
fosters creativity, entrepreneurship and promotes ideas. The incubator would offer
services to business from their students and support the West London economy. A
major area of interest is self-employment and the entrepreneur. They would support their
students working with the potential West Ealing Hub businesses.
● The London School of Hospitality and Tourism runs the Pillars Training Restaurant
and Feast Café. They would be interested in their students developing the café in a hub.
● The founders of Stickyboard who are from Ealing and business is based at HUB Kings
Cross are interested in working on developing the West Ealing hub project further.
● HUB Westminster and HUB Kings Cross continue to show their support and can offer
consultancy.

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Conclusions of the Feasibility Study
Conclusions and Recommendations
The main conclusions that can be drawn for this feasibility study are the following:
The majority of hubs are subsidised due to their nature of supporting start-up businesses with
low incomes. The motivation behind them has been to help with the regeneration of an area and
employment.
The location of West Ealing may not attract the same numbers of professionals as a Central
London location to achieve a commercial venture and keep membership affordable. Hub
Westminster has achieved this because of its location and the large space allowing for
economies of scale and diverse revenue streams. Hub Westminster also received large
amounts of start-up investment. The Hub Westminster model is unlikely to be financially viable
in West Ealing.
The West Ealing Hub Feasibility Study has obtained evidence to suggest that there are local
self-employed professionals and small businesses interested in using a coworking space in
West Ealing. The key requirement would be a professional businesses environment which is an
alternative to a conventional office space and has a sense of community. It would have a
professional feel, high-speed broadband, networking events, training and meeting rooms
available at a low cost. Possible hub activities, such as mentoring and events, should be made
available to the wider community to help establish its credibility and show it is not solely a
commercial enterprise. It is likely that members would come from West Ealing and the
surrounding area. The estimated space required for this business coworking space is ideally
3000-4000 square feet.
A low risk project recommended in this report would enable local professionals, community
leaders and organisations to work together to create a positive change for West Ealing. There
has been some evidence that coworking spaces have had a positive impact on regeneration
and employment. Most of the coworking and hub spaces are relatively new. The hub concept
has become a global phenomenon. This space would be a different offering from what is
currently available in West Ealing.
The University of West London is interested in developing the café element of the hub for
student training. If the cafe is open to the public, they strongly recommend that it has a high
street presence. Affinity Sutton could invest in the project, if there is a clear business plan.
The West Ealing Project Steering Group agreed on the 27th June 2013 to allocate £50,000
towards a hub in West Ealing on the basis it can leverage other private investment and to form a
new operational group. The West Ealing Project Steering Group agreed on the 16th July 2013

47
that a new operational group would look into ways of funding the project and potential property
in West Ealing.
The West Ealing Hub Working Group researched the feasibility of a business coworking space
and public cafe for West Ealing. We faced two challenges while conducting this study: one has
been a difficulty in people grasping the coworking or hub concept without experiences of these
kinds of spaces; the other one was the slightly negative perception of West Ealing high street in
terms of safety. However, people appreciate and recognise the strong sense of community in
the area.
Beth Forde
Beth Forde has over ten years’ experience of leading education projects in the arts and was the
Education and Outreach Manager at OPEN Ealing. Beth had the idea a year ago of creating a
hub or coworking space in West Ealing.
Kitu Jhaveri
Kitu Jhaveri is a qualified chartered accountant with over a decade of commercial experience
gained in private companies and is currently working as a financial consultant.
Jelena Giric-Ristic
Jelena Giric-Ristic is a publisher, entrepreneur and Internet consultant with long experience in
managing web site and web application development projects. She lives and works in Ealing.
David Highton
David Highton is Chair of local residents group West Ealing Neighbours and co-founder of the
OPEN Ealing arts centre. David has acted as an advisor on this study. He will be chairing the
new operational group looking at implementing a hub for West Ealing.
Further Information
This document is confidential and should not be circulated. The information gathered was for
the purpose of the West Ealing Hub Feasibility Study only.
For further information, please contact Carol Sam, Senior Economic Regeneration Manager at
Ealing Council.

48
Thank you to…
Thank you to everyone who contributed to the West Ealing Hub Feasibility Study. Special
thanks to:
● Collective, Camden
● Brent Council
● South Kilburn Studios
● Cottrell House
● Affinity Sutton
● Ealing Broadway BID
● The University of West London
● The London School of Hospitality and Tourism
● Fulham Community Partnership Trust
● Express Print
● Stickyboard
● The Z / yen Group
● Go View Estate Agents
● Fabulous Women
● Athena
● The Drayton Court Hotel
● Kathryn Coles
● Ealing Council Economic Development department
● Ealing Council Research and Consultation department
● West Ealing Project Steering Group
● HUB Kings Cross
● HUB Westminster
Appendices
Appendix I - Online Survey Report
Appendix II - Focus Groups Report

49
Appendix I – Online Survey Report
www.surveymonkey.net was used to conduct and analyse the survey results.
107 participants completed the survey.
West Ealing Hub Feasibility Study, July 2013

Additional comments on Q4
 Digital advice, consultancy

 Currently employed full time in the mobile industry, but looking to move to flexible
self-employment.
 Webmaster, Editor, Publisher, PR, Media
 Market Research
 Web/App/Design/Development as well as Design Research (see
creativecitizens.co.uk)
 Business & marketing training & consultancy
 freelance journalist (food and travel writer)
 IT project management for Start-ups
 Writer and photographer
 Creative — Graphic Design
 Celestial Cakes selling cakes and other baked goods at local markets and cafes
 Photography
 Solicitors firm
 Freelance consultancy and business support mainly to public & voluntary sector
social care
 Image consultant/stylist
 Dating
 Corporate Travel - Global Account Manager
 Digital consultant
 Third sector
 Television
 Internet/e-commerce consultancy
 Gardener
 Public relations
 Coaching
 Journalist
 Strategy consultant to the telecoms industry
 Insurance Broker
 IT Consultancy
 Psychotherapist and team development coach / consultant
 Video maker
 Web development
 Surveyor
 I manufacture and sell portable blackout blinds
 Children’s clothing
 Banking
 Child psychotherapist and Dramatherapist
 Health and Fitness
 Legal Services
 TV, Media
 I work for a book publisher

 I work in the music industry as an accountant
 personal leadership (life) coach
 Will writing services
 Public Relations
 Rosen Method bodywork practitioner I need practitioner rooms rather than office
space
 Interior Design
 Events organisation, Pitter Patter - The Hub for Bubs and Ealing Mums in Business
 Health and Wellbeing services (yoga, meditation, holistic therapies etc.)
 Graphic design, branding, print and digital
 IT Integration and Data Warehousing consultancy
 Funding Officer - Ealing Council
 Massage Therapy
 Guide book
 Designing kids clothes
 Video production
 General business consultancy
 Journalist
 Journalist, Author, Ghostwriter and Copywriter
 I have a small educational and events company, I work with schools and families.
 Student recruitment
 I run a Montessori for parents and toddlers workshops and I offer prenatal/postnatal
support with BabyCalm so 2 different activities
 I run a food and restaurant PR company.
 I deliver CRM systems for charities
 Training, retail
 Meal swap co-op
 Recruitment agency - I place nannies with families.
 Art gallery and workshop and studio space Cafe theatre
 Journalist/author (food)
 Health and Fitness
 Consulting on corporate communication and social media
 Event Management
 IT Consultant
 Provide IT based business services to motor insurance industry
 Financial planning
 Work on social projects to help boost women's body image and self esteem,
addressing issues of low self image, confidence and decline in aspirations.

West Ealing Co-Working Hub:
Feasibility Study
Presentation of Qualitative Research Findings
16th July 2013
Kathryn Coles
Research & Marketing Ltd
Research Objectives
o Research required to inform the potential development of West Ealing

Co-Working Hub, specifically to understand:
What do people know about

co-working already?
What are their key

requirements for a
co-working hub?
How can a West Ealing Hub
best answer these needs?
Kathryn Coles
Research Sample – 2 x 1 hour focus groups:
o Good mix of people represented across the sessions:
Freelancers / Small Business Community

Self-employed / Owners Representatives
Contractors
• Psychologist • Online ethical toys • Ealing Mums In Business

• IT consultants • Blackout blinds! • Ealing Half Marathon
• Education consultant • Accountants • Open Ealing
• Designers
• Magazine editor
...with varying reasons for attending the sessions and

expressing an interest in the Hub concept
Kathryn Coles
Primary motivations for attending research
sessions reflect key interests in the Hub
Freelancers / Small Local Community

Self-employed Business Owners Representatives
• Feel isolated at home • Focused on networking • Most interested in how

• “It can be soul destroying” • Looking to share skills the Hub can play a
• Looking for more and contacts to help positive role in the
‘professional’ environment their businesses grow community – reflect and
to work from – to motivate AND to give something reinforce local regeneration
and meet clients, etc. back to the community now and going forward
• “A place near home that • “For example, showing • “Lift the local community”
isn’t home!” young people what the • Want to get involved and
• “I want to feel more opportunities are out there” be part of the Hub vs. just
professional” • Looking to get involved ‘use’ it
with the Hub and how it
operates
Personal / business motivations vs. more community

focused interests tend to lead to different perspectives on
Kathryn Coles
how the Hub could / should be operated Research & Marketing Ltd
Overall motivations for interest in a
co-working hub
Kathryn Coles
Two distinct sets of motivations clearly shape
ideas re. Hub ‘ethos’ and desired involvement
Personal / Business
Community Focused
Focused
Kathryn Coles
For the majority, the Hub’s focus needs to
be on business
Personal / Business
Focused “I just want to turn up, I
don’t want to run the place”
• Emphasis on business resources
and a professional environment
that supports their business
• Priority is what the Hub can do
for them, not what they can do “Helping the community is a
for the Hub nice idea but it all needs to
• Greater interest in the Hub be on a voluntary basis”
community than in external
community links
Freelancers, contractors and self-employed individuals are likely to
be a primary audience, and for them the Hub must address their
Kathryn Coles
personal business needs Research & Marketing Ltd
‘Community focused’ are more keen to get
involved with the Hub operations
“It should be less commercial,

Community Focused more about collaboration and
co-operation”
• Emphasis on providing services

for the wider community – giving “Using good local people
something back, eg. mentoring for the prosperity of the
local area”
etc.
• More likely to want to feel part of
the Hub, sense of ownership, “You need a core of
members who
involved in decision making, etc. psychologically feel
• Feel that community spirit is a more committed”
key part of the area’s identity
Community focused individuals could be significant in terms of the

successful running of the Hub.. but how many of them are there?
Kathryn Coles
In terms of balance, business needs to
come first with community a close second
Likely to be the key focus for the majority, ie.

1) BUSINESS: personal vs. altruistic motives for involvement
BUT: links with the external community are extremely

useful in terms of:
2) COMMUNITY: 1) providing the Hub with a locally relevant identity
2) attracting members who want to take an active role
in how the hub operates and is run
“Business will be what gets me there, but

community will be what keeps me and
what makes it enjoyable”
Kathryn Coles
Existing awareness / understanding
of co-working
Kathryn Coles
Some experience of other co-working hubs
noted, with learnings for West Ealing noted
GOOGLE CAMPUS WESTMINSTER
• Highly aspirational for some • Again, aesthetically appreciated

• Modern, ‘cool’ look • Open plan / social spaces to
• Flexible membership options encourage interactivity
• BUT: ‘connecting’
• Not local • BUT:
• Tech start ups only • Not local
• Public sector focus
Kathryn Coles
Some experience of other co-working hubs
noted, with learnings for West Ealing noted
BARLEYMOW CENTRE EALING REGUS
• Well-developed sense of • Stuffy, corporate, formal

community • “No buzz, doors closed policy”
• Members share expertise • Expensive
• BUT: expensive
• Local, but not local enough
Offers a sense of audience priorities for a co-working hub, ie. a
modern, buzzy, informal environment that attracts a broad
Kathryn Coles
range of sectors, is affordable...and is on their doorstep!
Regardless of perspective, all agree that a
good co-working hub is about 2 key elements:
THE PEOPLE: THE PLACE:

CONNECTING WITH OTHERS FLEXIBLE & EFFICIENT WORKING
Kathryn Coles
Co-working – key needs and how to
address them
Kathryn Coles
Connecting with PEOPLE is a key requirement
for the majority
“It would be great to feel part

of something, a community
within the community”
THE PEOPLE:
CONNECTING WITH OTHERS
“Just being able to
• Escape from isolation! bounce ideas off someone
else sometimes would be
• Motivating / feeling motivated so useful”
• Meeting like-minded people
• Sharing ideas / skills
• Creating a Hub ‘community’
• PLUS: linking with the community at large, too
Kathryn Coles
Optimal atmosphere reflects this need for
connectivity
motivating
friendly informal / ‘buzzy’
‘grown up’ professional
inclusive creative
‘intimate’ (but not cliquey)
Encouraging connectivity is key to creating the right atmosphere

Kathryn Coles
A number of ways to encourage connectivity
suggested:
Core ‘Founder
Member’ Events Intranet
Membership
• ‘Trustees’ or just • Broad range of • Offer the chance to
founder members events run at / by the connect virtually,
who have a strong Hub to offer plus could provide
commitment to the opportunities to (optional) mini
Hub and how it is run network and interact, member profiles
even if not working to encourage
there regularly interaction
(esp. important
for contractors)
Looking to build a ‘Hub community’, that encourages

commitment vs. more transient involvement
Kathryn Coles
Events are considered to be a particularly
crucial part of the Hub and it’s offer
o 3 overall ‘types’ of event identified as potentially having a role
Skill sharing / Community

‘Themed events’
training link ups
• Special events that • Seminars and training • Events that reach out
encourage members to sessions that cover best to the community, eg.
come to the Hub, even if not business practice and mentoring young people,
for work (eg. Chiswick other relevant topics sharing skills with local
Business Park – burger day, • Offer the opportunity for community workers, etc.
Westminster Hub - salad members to network • Offers chance for the Hub
evenings) PLUS: the opportunity for to integrate within the
• Encourage ongoing members to get involved community and again,
interaction with the hub and and ‘give something back’ ‘give something back’
connectivity between
members
As well as offering members a tangible benefit, events are an effective

way to encourage interaction and ‘community spirit’ withinKathryn
the Hub
Coles
The importance of connectivity:
“Even if you don’t go there to

work that often, it would be nice “I’d be happy to
if people still felt connected to make an expression
the place, so a virtual space of commitment, a
would be good too” contract of some
description”
“If you feel part of something you’re

more likely to look after each other and
the space better”
“You don’t want it like a

“Events give you an excuse
library where random
to talk to people, and to
strangers sit in isolation
come to the Hub even if you
at their PCs”
don’t need to for work”
Kathryn Coles
Ideally, the PLACE will also encourage and
support flexible and efficient working
“I just want somewhere near to

home that isn’t home –
somewhere I can feel more
professional”
THE PLACE:
FLEXIBLE & EFFICIENT WORKING “You want a place
• Access to business resources (high speed you can feel proud
of but it doesn’t
broadband, postal business address and
need to be glitzy”
office resources, eg. copier / scanner, etc.
identified as priorities)
• Clear and distinct areas for quiet working “A space to
and socialising / networking chat share with
• Bookable meeting rooms others”
• Well-designed, professional space appropriate for client meetings

Kathryn Coles
• BUT: not too extravagant, to keep costs manageable Research & Marketing Ltd
The ideal environment is aspirational but
accessible
light and airy
creative modern
unstuffy ENVIRONMENT inspiring
fun comfortable
clean
Somewhere to feel proud of, but which they can still afford..
Kathryn Coles
When developing the Hub’s look and feel
could usefully consider the following:
Delineating usage of space (ie. quiet work vs. social)
Use of different is key – decor / furniture can be effectively used in this
décor / furniture context to create environments that reflect and
encourage appropriate atmospheres
“If you see someone sat in

the comfy seats you know
they’re up for a chat!”
Natural materials such as wood and esp. glass are

considered to be desirable for a number of key reasons:
Using natural 1) design wise feel contemporary and up to date
materials 2) feel less formal / stuffy
3) allow natural light – airy, sense of space
“Glass is great – it means you

can feel connected but it’s
still confidential” Kathryn Coles
For all, an exclusive ‘members only’
socialising area is important
APPROPRIATE RELAXED, KITCHEN WITH DRINKS

COMFORTABLE SEATING MAKING FACILITIES
Encourages interaction and Allows members to make
socialising amongst members in inexpensive choices re.
a delineated space from working areas subsistence and refreshments
...but this doesn’t necessarily have to be a café? Kathryn Coles

Whilst a smart café holds inevitable appeal,
there are concerns...
How will it be Who will use it?

paid for?
• Inevitably calls for a • Allowing public access to Hub

smart, modern café café has some advantages
• decor / environment • ‘showcases’ Hub
• food and drink offer • potential revenue generator
(ideally local produce) • BUT: concerns re. safety and
• However, recognition that this security
will cost money! • PLUS: can lose its exclusive
• Do not want café to compromise feel for members
affordability of membership
A café is considered a ‘nice to have’ but not a necessity by all. It also
needs to be executed in a way that is appropriate for the Hub and its
members – and which does not too heavily influence affordability
Kathryn Coles
Safety and security are big issues, particularly
for those looking to use the facility at night
SECURITY OF POSSESSIONS PERSONAL SAFETY
Inside: Outside: Inside:

Lockable storage Well-lit, busy location ‘Members only’
Not too near a pub access areas
Careful consideration needs to be given to location, in order to

meet flexible working hours requirements and maximise potential
Kathryn Coles
from early in the morning until late at nightResearch & Marketing Ltd
West Ealing is generally felt to be a good Hub
location, although there are some reservations
Benefits: Drawbacks:
• Easy to get to (most likely either on foot • Still some concerns re. safety –
or by local transport) some ‘no go areas’ identified, esp.
• Feels timely with Crossrail / house further West along the Uxbridge
building and other positive examples Road
of regeneration • Would need to be on a main
• Strong sense of community so likely to be thoroughfare to reassure
championed by those embracing change • Area lacks a really strong identity
• Likely to be cheaper than other locations (eg. vs. Kings Cross or Shoreditch) –
(even the Broadway?) makes it difficult to create a tailored
• Plus emotionally feels more down to look / feel for the Hub?
earth / less corporate than EB)
West Ealing feels as if it is ripe for development and the Hub could
be a significant part of this. However, its actual location must
Kathryn Coles
reassure in terms of personal safety Research & Marketing Ltd
When considering membership, affordability,
flexibility and ease of comprehension are key:
o For the overwhelming majority, cost is a significant consideration
 small businesses / start ups may not be making much (if any) profit
 can’t afford high overheads / monthly outgoings
o Locality is also expected to positively impact on cost – ie. envisage
lower overheads in West Ealing vs. more central
o Majority favour a flexible approach – something similar to mobile

phones / gym membership would be easiest to understand, ie.
 different charges according to proposed usage
 all singing all dancing option – unlimited usage, free access to events, etc.
 ...plus a basic version with the option to add ‘bolt ons’ (eg. meeting room
space once a month, one event free a month, etc.)
 discounts available, eg. for
- paying upfront (eg. 12 months vs. monthly)
- multiple members from the same company
- ‘off peak’ usage (eg. evenings / weekends / early mornings) Kathryn Coles
Conclusions & Recommendations
Kathryn Coles
Conclusions & recommendations
1) There is considerable interest in a local co-working hub within our sample

 primarily the focus and emphasis needs to be on BUSINESS provision, ie. what
the hub can do for its members
- to help them run their businesses more efficiently and effectively
- to improve their day to day working lives
 however, COMMUNITY is also clearly important

- a significant motivator for more community minded individuals, that will encourage
their commitment and enthusiasm for the hub’s success going forward
- plus, it feels like a relevant ‘USP’ for West Ealing – the community is clearly strong
one, and it is important that the power of this is harnessed; plus, Crossrail /
regeneration generally mean that community is even more important at this time
Kathryn Coles
Conclusions & recommendations
2) When developing a Hub, it is important to remember it is as much about

the PEOPLE as the PLACE
 PEOPLE:
- encouraging a broad variety of people across different sectors
- creating a community within a community
- encouraging a sense of belonging / ownership, eg. ‘founder members’ membership,
opportunities to ‘give back’ (eg. skill sharing, etc.)
- providing opportunities to connect, to network and interact with each other,
eg. an intranet, events, etc.
 PLACE:
- creating an aspirational yet affordable environment
- providing a flexible working spaces that meets different needs – quiet areas and
social areas, bookable meeting rooms, etc.
- access to business resources such as copying, scanning, etc.
- ensuring that it is a safe and secure environment – both inside and out
Kathryn Coles
Thank You!
Kathryn Coles

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West Ealing Hub Feasibility Study Report

September 2013, West Ealing Hub Working Group

Executive Summary ............................................................................................................... 4

West Ealing Hub Feasibility Study Report ............................................................................... 8

Coworking Case Studies ....................................................................................................... 12

West Ealing Today ............................................................................................................... 27

Local Interest in the West Ealing Hub Feasibility Study ......................................................... 31

Analysis of Local Businesses ................................................................................................. 37

West Ealing Hub Feasibility Study, September 2013

Analysis of the Financial Viability of this Enterprise .............................................................. 41

Conclusions of the Feasibility Study ..................................................................................... 47

West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Feasibility Study, September 2013

Coworking Concept and Case Studies

West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Feasibility Study, September 2013

 To create an exciting and innovative place in the heart of West Ealing

The study would establish:

West Ealing Hub Feasibility Study, September 2013

Concept - What is Coworking?

Coworking spaces stimulate communication, collaboration and exchange of ideas. Coworkers

West Ealing Hub Feasibility Study, September 2013

*Images on coworking are from Deskmag Global Coworking Survey 2012 -

Deskmag, http://www.deskmag.com, an online magazine about coworking, conducted the

West Ealing Hub Feasibility Study, September 2013

Case study 1: HUB Westminster

West Ealing Hub Feasibility Study, September 2013

● £694,000 capital investment

Model Description and Key Services

Services (revenue streams):

West Ealing Hub Feasibility Study, September 2013

Additional Member Services:

● 423 individual members

There is also a possibility of a virtual membership, as well as off-peak rates.

Top Key Value Proposition to Members:

West Ealing Hub Feasibility Study, September 2013

● Managing membership to space capacity

Risk analysis was provided by HUB Westminster

HUB Westminster is currently accepting new members.

West Ealing Hub Feasibility Study, September 2013

HUB Kings Cross

Deskwanted, https://www.deskwanted.com, a global network listing coworking spaces and

HUB Global Network

West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Feasibility Study, September 2013

West Ealing Hub Feasibility Study, September 2013

Model Description and Key Services

● Collective offer free, 24/7 access to workspace.

West Ealing Hub Feasibility Study, September 2013

● Applications appear to be open for space according to their website

West Ealing Hub Feasibility Study, September 2013

South Kilburn Studios

West Ealing Hub Feasibility Study, September 2013

Model Description and Key Services

West Ealing Hub Feasibility Study, September 2013

● The studios are all occupied but traineeships are available.

Meanwhile Space Projects

Meanwhile Space, www.meanwhilespace.com, a community interest company incorporated in

The Coming Soon Club

West Ealing Hub Feasibility Study, September 2013

Image from http://www.comingsoonclub.co.uk/

Success Story: Dorinda Ltd @ No. 1 Wembley Hill Rd

Image from http://www.comingsoonclub.co.uk/